The biggest failure of this article is the lack of directness and candor the authors call out CEOs for not having a consistency of vision and direction to support their organizations, and in so doing, create effective incentive and compensation programs. The authors have proposed no metrics despite a wealth of theorems and theoretical constructs, further distancing their analysis from the immediate, pragmatic needs of companies who require a very consistent vision in order to succeed.
References
Rotemberg, J.J., & Saloner, G. (2000). Visionaries, Managers, and Strategic Direction. The Rand Journal of Economics, 31(4), 693-716.
Wilson, I. (1992). Realizing the power of strategic vision. Long-Range Planning, 25(5), 18-18.
Leading Change Critique
Body of the Critique and Summary
The foundation of Leading Change (Gebhart, 1996) is the eight phases of the Kotter Model of Change. The author has carefully defined each of the eight stages of the Kotter Model of Change, making the first, which is increase urgency, a foundational element of their analysis (Gebhart, 1996). The author says that "leaders can alleviate the complacency that grips organizations by concentrating more on having a compelling sense of urgency that change is necessary for improvement" and the attainment of a challenging objectives and goals (Gebhart, 1996).
Defining the steps of building guiding teams, getting the vision right, communication for buy-in and enabling action are what the author indicates as being critical for long-term change to become the new normal of an organization (Gebhart, 1996). Juxtaposing these steps with the need for creating short-term wins, don't let up in terms of intensity to change, and finally, making change stock as being all critically important for the long-term change management to occur (Gebhart, 1996). The author delineates the past three phases of creating short-term wins, not letting up, and making it stick (or making change last) as all being critical...
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